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ANNUAL REPORT 2018/19

ANNUAL REPORT 2018/19. FEBRUARY. DIRECTOR-GENERAL: ARTS AND CULTURE DATE: 09 OCTOBER 2019. PRESENTATION OUTLINE. STRATEGIC OVERVIEW PERFORMANCE OVERVIEW AREAS WHERE TARGETS WERE ACHIEVED AREAS WHERE THE DEPARTMENT UNDERPERFORMED REPORT BY THE AUDITOR-GENERAL

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ANNUAL REPORT 2018/19

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  1. ANNUAL REPORT 2018/19 FEBRUARY DIRECTOR-GENERAL: ARTS AND CULTURE DATE:09 OCTOBER 2019

  2. PRESENTATION OUTLINE • STRATEGIC OVERVIEW • PERFORMANCE OVERVIEW • AREAS WHERE TARGETS WERE ACHIEVED • AREAS WHERE THE DEPARTMENT UNDERPERFORMED • REPORT BY THE AUDITOR-GENERAL • EXPLANATION OF AUDIT OUTCOMES • BUDGET VS EXPENDITURE • EXPLANATION OF EXPENDITURE VARIANCE PER ECONOMIC CLASSIFICATION • 2018/19 HIGHLIGHTS

  3. STRATEGIC OVERVIEW

  4. Vision A creative and inclusive nation.

  5. MISSION Develop, preserve, protect and promote arts, culture and heritage.

  6. STRATEGIC GOALS • A transformed and productive ACH sector • An integrated and inclusive society • An efficient and effective ACH sector • A professional and capacitated ACH sector

  7. Performanceoverview

  8. PERFORMANCE IN 2018/19 In the period under review, the Department planned to achieve a total of thirty nine (39) performance targets. However, eight (8) targets could not be achievedand this translates to 79% achievement The reasons for non-achievement, including planned measures to improve performance are provided below

  9. Performance trends A steady increase in performance was recorded from 2015/16 to 2017/18 financial year, following a 5% decline in performance in 2015/16 compared to 2014/15 financial year. The year 2018/19 has seen 3% decline in performance compared to the 2017/18financial year. The details for targets that were not achieved will be provided in slide 24-29.

  10. PERFORMANCE OVERVIEW • The financial years from 2015/16 to 2017/18 have seen a steady improvement in the performance of the Department as depicted in the graph above. Some of the contributing factors to the improvement are: • Improved understanding and compliance with the Frameworks for Strategic Plans and Annual Performance Plans, thus resulting to improved planning, budgeting and reporting process; • Over the last three years, the Department has focused on the key strategic initiatives other than to commit on activities that will not be possible to deliver; • Improved synergy and alignment between the quality assurance providers e.g. Internal Audit, Monitoring and Evaluation, Finance, and Risk Management Unit; • More internal controls were implemented as per recommendations from the Internal Audit Unit and Auditor General thus improving the standard operating procedures and subsequent achievement of the planned targets;

  11. PERFORMANCE OVERVIEW The period of 2018/19saw a slight decline in performance by 3% when compared to 2017/18. Some of the contributing factors to the observed decline include: • Inadequate corroborating evidence to support achievements e.g. outstanding reports from beneficiaries • Prolonged consultations to enable adequate buy-in from stakeholders. This is more applicable to the Work-Study conducted to inform a new DAC organisational structure and the feasibility study on the amalgamation of public entities. • Urgent request to reprioritise other initiatives. For example, the planned digitisation of the Treason Trial Records could not be pursued as result of a special request by the NPA to prioritise the digitisation of the dictabelt of Ahmed Timol Court Case. As such, funds were redirected to the latter project. • Insufficient budget to fund some of the planned projects. For example, funds had to be directed away from some of the planned projects to pay litigation costs i.e. court order settlement of OPICONSIVIA matter.

  12. PERFORMANCE OVERVIEW In order to enhance performance further, the Department will be institutionalising the following instruments in the 2019/20 financial year: • Service Delivery Charter; • Service Delivery Model; • Map processes for each target / service; • Service standards; • Tighten the monitoring and compliance of beneficiaries and effect punitive measures as per the conditions of the contract. The department intends to tighten all the internal deficiency controls identified by the quality assurance providers.

  13. areas WHERE TARGETS WERE ACHIEVED in the 2018-19 financial year

  14. ADMINISTRATION

  15. ADMINISTRATION

  16. INSTITUTIONAL GOVERNANCE

  17. INSTITUTIONAL GOVERNANCE

  18. ARTS AND CULTURE PROMOTION AND DEVELOPMENT

  19. ARTS AND CULTURE PROMOTION AND DEVELOPMENT

  20. HERITAGE PRESERVATION AND PROMOTION

  21. HERITAGE PRESERVATION AND PROMOTION

  22. areas WHERE THE DEPARTMENT underperformed in the 2018-19 financial year

  23. ADMINISTRATION

  24. INSTITUTIONAL GOVERNANCE

  25. ARTS AND CULTURE PROMOTION AND DEVELOPMENT

  26. ARTS AND CULTURE PROMOTION AND DEVELOPMENT

  27. ARTS AND CULTURE PROMOTION AND DEVELOPMENT

  28. HERITAGE PRESERVATION AND PROMOTION

  29. REPORT BY THE AUDITOR-GENERAL

  30. 2018/19 Audit Outcomes 31.

  31. 2018/19 Audit Outcomes (Cont…) Report on the Audit of the Financial Statements Opinion: • Unqualified Audit Opinion • No material adjustments to Annual Financial Statements • Findings on the audit of the Annual Performance Report • Findings on the audit of Compliance with Legislation Report on the Audit of the Annual Performance Report Findings: Programme 2: Institutional Governance • Number of cultural diplomacy engagements coordinated. The planned target for this indicator was not specific in clearly identifying the nature and required level of performance. • Number of social cohesion projects implemented. AGSA was unable to obtain sufficient audit evidence for the reported achievement of number of social cohesion projects implemented. This was due to the fact that there was no evidence that the social cohesion advocates were appointed and or approved by the department therefore AGSA was unable to verify whether the platforms created and or supported were conducted by appointed social cohesion advocates. AGSA was unable to confirm the reported achievement by alternative means. Consequently, AGSA was unable to determine whether any adjustments were required to the achievement of 17 as reported in the annual performance report. 32.

  32. 2018/19 Audit Outcomes (Cont…) Programme 3: Arts, Culture , Promotion and Development • Various indicators. The reported achievement in the annual performance report did not agree to the supporting evidence provided for the indicators. Programme 4: Heritage Preservation and Promotion • The achievement for number of newly built and/or modular libraries supported financially reported in the annual performance report was 29. However, the supporting evidence provided did not agree to the reported achievement and indicated an achievement of 38. Report on the Audit of Compliance with Legislation Findings: • Effective and appropriate steps were not taken to prevent unauthorised expenditure amounting to R5 million, as required by section 38(1)(c)(ii) of the PFMA and treasury regulation 9.1.1. • Effective and appropriate steps were not taken to prevent irregular expenditure, as required by section 38(1)(c)(ii) of the PFMA and treasury regulation 9.1.1. The majority of the irregular expenditure was caused by deviating from the normal procurement processes where the reasons for such deviations were not justifiable. • Payments were not made within 30 days or an agreed period after receipt of an invoice, as required by treasury regulation 8.2.3. 33.

  33. 2018/19 Audit Outcomes (Cont…) Findings: • Some of the goods and services with a transaction value below R500 000 were procured without obtaining the required price quotations, as required by treasury regulation 16A6.1. • No sufficient appropriate audit evidence that disciplinary steps were taken against officials who had incurred irregular, fruitless and wasteful expenditure as required by section 38(1)(h)(iii) of the PFMA. This was due to proper and complete records that were not maintained as evidence to support the investigations into irregular and fruitless and wasteful expenditure. 34.

  34. BUDGET VS EXPENDITURE

  35. Summary of Appropriation Per Programme 36.

  36. Appropriation Per Programme illustrated on a graph 37.

  37. Final Appropriation vs Expenditure Per Economic Classification 38.

  38. EXPLANATION OF EXPENDITURE VARIANCE PER ECONOMIC CLASSIFICATION

  39. Expenditure Variance Per Economic Classification (Compensation of Employees) 40.

  40. Expenditure Variance Per Economic Classification (Goods and Services) 41.

  41. Expenditure Variance Per Economic ClassificationProvinces and Municipalities (Conditional Grant) • An amount of R1,4 billion has been transferred to various Provinces . The detail of spending per Province is as follows: 42.

  42. Expenditure Variance Per Economic Classification (Departmental Agencies & Accounts) 43.

  43. Expenditure Variance Per Economic Classification (Departmental Agencies & Accounts) 44.

  44. Expenditure Variance Per Economic Classification (Departmental Agencies & Accounts) 45.

  45. Expenditure Variance Per Economic Classification (Departmental Agencies & Accounts) 46.

  46. Expenditure Variance Per Economic Classification (Departmental Agencies & Accounts) 47.

  47. Expenditure Variance Per Economic Classification (Foreign Government & International Organisations) 48.

  48. Expenditure Variance Per Economic Classification (Households) 49.

  49. Expenditure Variance Per Economic Classification (Public Corporations and Private Enterprises) 50.

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